ASIAN perspective

8/7/2019 ASIAN perspective

1/28


2/28


3/28

Leadership is an imported construct from

the west, as they are high on Individualism. Southeast Asian societies are more

collectivist, the cultural values that pushsuperior-subordinate relationships more

toward a type of relationship that isHEADSHIP.

The typical categories of leadership styleand behavior that is found in westerntradition may not be applicable.

Asian Perspective has Leadership andHeadship.


4/28

Headship is imposed onfollowers.

The head has achievedthat status through somemeans outside of theleader-ledrelationship(e.g.,inheritance) and has a

perceived right to headthe group and todetermine what groupdoes.

The authority of the headderives from some extra

group power that he hasover the members of thegroup, who cantmeaningfully be calledfollowers.

Leadership is accorded

by the followers to theLeader.

A leader must exhibitqualities that followersfind credible, useful, and

appropriate, whichenable the conferring ofleadership upon theleader.

The leaders authority is

spontaneouslyaccorded by fellowgroup members andparticularly by followers.

headship leadership


5/28

Headship is maintained through an

organized system and not by fellowgroup members spontaneousrecognition of an individualscontribution to group progress.

The group is chosen by head persons inline with their interests and is notinternally determined by the group itself.

There is little or no sense of shared feelingor joint action in pursuit of given goal.

There is a wide social gap between thegroup members and the head whostrives to maintain the social distance.


6/28

Requirements for order and compliance1) Met through traditional cultural values that

support and legitimate natural hierarchies.

2) Acceptance of and defence to authority

3) Role conformity

Requirements for harmony

1) Leaders and managers must display proper

behaviour2) Be considerate and human-hearted

3) Respect theface and dignity of the sub-ordinates

4) Lead through moral character


7/28

The model for leadership is the father :strong and clear power but with agenuine and expected obligation to

take care of the subordinate.


8/28

1. Providing team leadership

2. Mentoring

3. Self leadership

4. Online leadership


9/28

Have to learn certain skills

Patience to share information, to trust

others, to give up authority and tounderstand when to intervene

New team leaders may try to retain to

much control when team membersneed more autonomy and they have toabandon their team when the teamneed their support and help


10/28

A study of 20 organizations have foundcertain responsibilities that all leaders

have to assumeCoaching, Facilitating, Training, Handlingdisciplinary problem, Reviewing

team/individual performance, Trainingand communication


11/28

Liaison with external constituencies: thisinclude upper management, other teams,customers and suppliers. He represents the

team to other constituencies, securedneeded resource, clarifies othersexpectations from outside and shareinformation with team members

Troubleshooter: whenever team requirehelp them. This rarely relates to technical oroperation know how but to solvepenetrating problems and to provide themwith resources


12/28

Conflict mangers: when disagreementsurface, they help process the conflict.

whats the process of conflict? Who isinvolved? What are the issues? what arethe advantage and disadvantage ofeach? By getting team leaders to address

questions like this, the team minimizes thedisruptive effects of intrateam conflict.

Coaches: they clarify expectation and

roles, teach, offer support and dowhatever else is necessary to help teammembers improve their workperformance


13/28

A mentor is a senior employee whosponsors and support a less experiencedemployee. Successful mentors are goodteachers. They are broadly divided into

two categories1. Career function

2. Psychosocial function


14/28

Lobbying to get a protg challenging andvisible assignments

Coaching the protg to help develop herskills and achieve work objectives

Assisting the protg by providing exposure

to influential individuals within theorganization Preventing the protg from possible risks to

her reputation Sponsoring the protg by nominating her

potential advances or promotions Acting as a sounding board for the ideas

that protg might be hesitant to sharewith direct supervisor


15/28

Counseling the protg about anxieties anduncertainty to help bolster her selfconfidence.

Sharing personal experiences with theprotg

Providing friendship and acceptance

Acting as a role model

Some organizations have formal mentoringprograms in which mentoring are formallyassigned to new or high potential employees


16/28

Most effective mentoring exist outsidethe immediate boss subordinatecontext.


17/28

There are set of processes through whichindividuals control their own behavior.

Effective leaders help their followers tolead themselves, they do this bydeveloping leadership capacity in othersand nurturing followers so that they nolonger need to depend upon the formal

leaders for directions and motivation.

How do leaders create self leaders?


18/28

1. Model self leadership: practice selfobservation, setting challenges personal

goals, self direction and selfreinforcement. They display thesebehaviors and encourage others torehearse and then produce them.

2. Encourage employees to self set goals:having quantitative, specific goal is themost important part of self leadership.

3. Encourage the use of self rewards tostrengthen and increase desirable

behavior.


19/28

4. Create positive thought pattern:encourage employees to use mental

imagery and self talk to further stimulateself motivation

5. Create a climate of self leadership:redesign the work to increase the

natural reward and focus on naturallyrewarding feature to increase motivation

6. Encourage self criticism: encourageindividuals to be critical of their own

performance


20/28

As compared to face to face leadership or

non verbal leadership, Online leadershipdeals with communicating with staffthrough email or other mode oftelecommunication

in online communication the leaders need totake care of tone of their message, theirstyle i.e emoticons, Abbreviations andjargons.

Leaders who face to face leadership skills are

less than satisfactory may shine online, theirtalents may lie in their writing skills andability to read the message behind writtencommuniques.


21/28

There is lack of intimacy and face toface interaction, online leaders unique

challenges like developing andmaintaining trust.


22/28

Two perspective that challenge thewidely accepted belief in theimportance of leadership.

1. Leadership as an attribution2. Substitutes and neutralizers to

leadership.


23/28

Leadership is merely an attribution thatpeople make about other individuals

People characterize leaders as havingtraits as intelligence, outgoingpersonality


24/28

This theory says that certain individual,job and organizational variable can actas substitutes for leadership or neutralizethe leaders influence on his/her followers

Neutralizer make it impossible for leaderbehavior to make any difference tofollower outcomes, they negate theleaders influence.

Substitute however make a leadersinfluence not only impossible but alsounnecessary


25/28

The entire process that organizations go through to fill

management positions is essentially an exercise intrying to identify individuals who will be effectiveleaders.


26/28

Your search might begin by reviewing thespecific requirements for the positions to

be filled. What knowledge skills andabilities are needed to do the jobeffectively?


27/28


28/28

TrainingAll people are not equally trainable .Leadership

training of kind is likely to be more successful withindividuals who are high self monitors than withlow self monitors .Such individuals have the

flexibility to change their behavior.We can teach vision creation implementation skill,

understanding about theme critical to effectivevision

Documents

ASIAN perspective